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An Interview with Randy Vataha Daniel A The University of San Francisco USF Scholarship: a digital repository @ Gleeson Library | Geschke Center Kinesiology (Formerly Exercise and Sport Science) College of Arts and Sciences 2006 Executive Interview: An Interview with Randy Vataha Daniel A. Rascher University of San Francisco, [email protected] Follow this and additional works at: http://repository.usfca.edu/ess Part of the Sports Management Commons Recommended Citation Rascher, Daniel A., "Executive Interview: An Interview with Randy Vataha" (2006). Kinesiology (Formerly Exercise and Sport Science). Paper 14. http://repository.usfca.edu/ess/14 This Other is brought to you for free and open access by the College of Arts and Sciences at USF Scholarship: a digital repository @ Gleeson Library | Geschke Center. It has been accepted for inclusion in Kinesiology (Formerly Exercise and Sport Science) by an authorized administrator of USF Scholarship: a digital repository @ Gleeson Library | Geschke Center. For more information, please contact [email protected]. International Journal of Sport Finance, 2006, 1, 71-76, © 2006 West Virginia University Executive Interview An Interview with Randy Vataha Conducted by Daniel A. Rascher and Dennis R. Howard Randy Vataha grew up in Garden Grove, California, was moved to the New Orleans Superdome for the sec- where he attended Rancho Alamitos High School. He let- ond season since a stadium of adequate size was not avail- tered in four sports at Rancho and upon graduation able long-term in downtown Boston. Randy served as decided to focus on football. president of the New Orleans Breakers in 1984. After a year and a half at Golden West Junior College, Ultimately, the team was sold to new ownership that where he made the transition from high school quarter- moved the Breakers to Portland, Oregon, when the USFL back to college wide receiver, Randy received a football decided to change its spring schedule to the fall. and academic scholarship to Stanford University. He was After returning to Boston in late 1984, Randy became a a starting wide receiver in the 1969 and 1970 seasons. In partner and vice president in the world’s largest executive his senior year, Stanford won the Pacific 8 championship search firm at that time, Korn-Ferry International. While and went on to challenge unbeaten Ohio State in the Rose doing a search for Bob Woolf Associates Inc., a sports Bowl. The Stanford team quarterbacked by Jim Plunkett agency that represented athletes and entertainers in con- defeated Ohio State 27-17 and Randy caught the final and tract negotiations, Randy’s long-time friend and compa- decisive touchdown in the game. Randy went on to com- ny founder, Bob Woolf, asked him to consider taking the plete his academic career at Stanford, receiving a BA position of Chief Executive Officer. Randy agreed and degree in political science in 1972. became CEO of Bob Woolf Associates Inc. in March of In 1971, Randy was the 17th draft choice of the Los 1986. Randy negotiated major contracts and oversaw the Angeles Rams. After attending training camp and being daily operation of the company, which represented a vir- released by the Rams, he was picked up by the New tual “Who’s Who” roster of sports and entertainment England Patriots and reunited with Plunkett. Randy went superstars including Larry Bird, Tom Glavine, Joe on to play with the Patriots for six years and finished his Montana, The New Kids on the Block, and Larry King. career with the Green Bay Packers in 1977. In 1974, In 1994, Randy, along with his partner Robert L. Randy was elected the player representative for the New Caporale, formed Game Plan LLC. Game Plan provides England Patriots to the NFL Players Association. He consulting and investment banking services to the sport became a leader in the Association and served on the and entertainment industry. The company’s primary Executive Committee for Collective Bargaining. function is to represent professional sports teams or Randy entered the world of business in 1977 when he potential owners of professional teams in their acquisi- started the Playoff Sports and Fitness Clubs, and expand- tion, sale, financing, and/or capitalization. Some of Game ed the company to 10 facilities by 1981, all located in New Plan’s transactions include the purchase of the Boston England and New York. Celtics in 2002, the sale of the Ottawa Senators in In 1981 Randy attended the founding meeting of the September of 2003, the purchase of the Los Angeles United States Football League and helped give birth to Dodgers in 2004, and currently handling the sale of the the USFL. He became co-owner of the Boston Breakers St. Louis Blues. Game Plan has also been very active in Football Club, which played its inaugural season at minor league baseball, including raising $40 million of Boston University’s Nickerson Field in 1983. The team Vataha new capital for Mandalay Baseball Holdings, which owns With this new pool of capital has come greater creativ- five minor league baseball franchises. ity in the capital structure of franchises. Given that each Randy is probably the only person in the United States league has its formal and informal limitations on secured who has been a professional player, sports union negotia- debt on franchises, new capital sources are utilizing more tor, team president, owner, sports agent, and sports complicated capital structures including preferred equity investment banker. or debt, mezzanine debt, and holding company struc- He is married to the former Deborah Ayn Young of tures to create more value for their invested capital. Garden Grove, California, and is the father of three chil- Given the historical increase in franchise values and cur- dren, Collin, Kyle, and Courtney. rent franchise values, new capital sources have become a critical part of providing future financial fuel to sustain Role and Trends the growth in franchise values. Q: What are the essential skills needed for your job? Q: What will we see in the near future in sports investment A: First you need all of the fundamental financial skills banking? What changes do you see with respect to fran- and knowledge base that any traditional investment chise financing? banker would possess. Second is a working knowledge of A: As stated above, I think the increasing involvement of the professional sports team business. This includes such equity funds and hedge funds will continue to change items as a complete understanding of the collective bar- franchise financing. In addition, the more traditional gaining agreements with the various players associations, banks that have sports lending specialties will continue to the inner workings of the leagues and how they interact transition into more creative financing structures to and affect franchise operations, the future development of remain competitive. Also, we are starting to see more tra- revenue sources such as international expansion and/or ditional debt sources that have historically avoided pro- league owned media outlets and distribution, etc. Third, fessional sports, given the past risk and volatility, creating given professional sports is a very small industry and small sports specialty practices that are aggressively purs- everyone knows everyone, you must have the ability to ing various sports team and related financings. develop and maintain relationships with owners and sen- Q: What sports have the most growth going forward (e.g., ior league executives regardless of what side you are on in in terms of revenues and franchise values)? any particular transaction. This is really based on your A: At the franchise level, the NHL has the best opportuni- ability to develop a reputation for being highly ethical and ty to increase its average franchise value on a percentage competent while dealing in a world that does not neces- basis over the next few years given its new collective bar- sarily follow traditional financial structures or valuations. gaining agreement. Adding a hard salary cap and revenue Q: What are the recent trends in sports investment sharing to a league that has sustained significant financial banking? difficulties over the last 10 years should dramatically A: The primary trend is tied to the sources of capital for increase its franchise values in the short term. Long-term professional sports teams. There are an increasing num- value will be determined more by the NHL’s ability to sig- ber of equity funds and hedge funds looking seriously at nificantly expand national media revenues and other professional sports both on the debt and the equity side. potential league endeavors such as European expansion. Now that all four major sports leagues have a salary cap, At the league level, the NFL Network is a sleeping giant or in the case of Major League Baseball, debt service rules, that is waking up. This season the NFL Network will carry these funds can better analyze the risks associated with live regular season NFL games on Thursday nights and investing or providing debt to professional sports fran- selected Saturdays. This will motivate the various nation- chises. Given a steady increase in the value of these teams, al cable systems that are not currently carrying the NFL a new source of capital is generally welcomed. Network to do so. The result would be a national sports network with a subscriber base comparable to ESPN and the potential to be a major competitor to ESPN. 72 Volume 1 • Number 2 • 2006 • IJSF Executive Interview Major League Baseball has seen great success to date practice, primarily representing professional sports with Major League Baseball Advanced Media (“BAM”) teams. We both owned and operated our own team in the which shows substantial potential for future growth in old United States Football League. In addition to owning revenue and value for MLB team owners.
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